Perhaps you've been lucky. I've seen these patterns many times both in companies that I've worked in as a Product Manager as well as in clients I work with. I've also seen it in companies where I know people who work in product. i.e. they tell me about it.

The job definitions issue is most companies TBH. Poor processes and objectives shows up abot 50% of the time. People think they have good processes and good objectives, but that's actually not the case when you look into what they have. e.g. A revenue # or delivery targets are not great objectives.

Processes, such as discovery or roadmapping that aren't clearly defined and measured, and are done differently by each PM are not "great" processes. There's a lot of hand waving and adhoc activities incorporated into the practices.

Are there other dysfunctions that you've seen?